Issue Tracking and Risk Management John D. McGregor Module 10 Session 1 Issue Tracking and Risk.

Slides:



Advertisements
Similar presentations
Project management.
Advertisements

PROJECT RISK MANAGEMENT
Project What is a project A temporary endeavor undertaken to create a unique product, service or result.
Project Management.
Issue Tracking John D. McGregor Module 10 Session 1 Issue Tracking and Risk.
Chapter 7: Managing Risk
1 Software Requirement Analysis Deployment Package for the Basic Profile Version 0.1, January 11th 2008.
Projmgmt-1/33 DePaul University Project Management I - Risk Management Instructor: David A. Lash.
Project Risk Management
1 Chapter 6 Risk Management. 2 Project Risks What can go wrong? What is the likelihood? What will the damage be? What can we do about it?
Managing Project Risk.
Managing Risk to Reduce Construction Claims (And Improve Project Success) Presented by Laurie Dennis, PE, CVS-Life, FSAVE.
Project Management Basics
Project Risk Management Risk Mitigation. Risk Management  The prime objective of risk management is to minimize the impact and probability of the occurrence.
Managing Project Risk.
8 Managing Risk Teaching Strategies
RISK MANAGEMENT IN SOFTWARE ENGINEERING RISK MANAGEMENT IN SOFTWARE ENGINEERING Prepared by Prepared by Sneha Mudumba Sneha Mudumba.
Project Execution.
ELECTRONIC SYSTEMS ENGINEERING TECHNOLOGY TEXAS A&M UNIVERSITY Innovating tomorrow’s products and systems today Dr. Joseph A. Morgan, D.E., P.E.
® IBM Software Group © 2006 IBM Corporation PRJ480 Mastering the Management of Iterative Development v2 Module 3: Phase Management - Inception.
What is Business Analysis Planning & Monitoring?
Module 8: Risk Management, Monitoring and Project Control We would like to acknowledge the support of the Project Management Institute and the International.
S/W Project Management
PRM 702 Project Risk Management Lecture #28
Project Risk Management. The Importance of Project Risk Management Project risk management is the art and science of identifying, analyzing, and responding.
1 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by.
Project Risk and Cost Management. IS the future certain? The future is uncertain, but it is certain that there are two questions will be asked about our.
Chapter 11: Project Risk Management
Managing Risks in Projects. Risk Concepts The Likelihood that some Problematical Event will Occur The Likelihood that some Problematical Event will Occur.
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Risk Management Project Management Digital Media Department Unit Credit Value : 4 Essential Learning time : 120 hours.
Software Engineering Lecture # 17
Centro de Estudos e Sistemas Avançados do Recife PMBOK - Chapter 11 Project Risk Management.
『华东师范大学』 课程名称: 软件开发实践 Software Development Practice 课程类型: 实践课 第二讲: 项目管理 Lect_02: Manage the Project 主讲 : 软件学院 周勇 副 教授 日期 :
1 TenStep Project Management Process ™ PM00.7 PM00.7 Project Management Preparation for Success * Manage Risk *
Yazd University, Electrical and Computer Engineering Department Course Title: Advanced Software Engineering By: Mohammad Ali Zare Chahooki The Project.
Lecture 11 Managing Project Execution. Project Execution The phase of a project in which work towards direct achievement of the project’s objectives and.
ISM 5316 Week 3 Learning Objectives You should be able to: u Define and list issues and steps in Project Integration u List and describe the components.
Object-Oriented Software Engineering
©Ian Sommerville 2000 Slide 1 Project management l Organising, planning and scheduling software projects l Objectives To introduce software project management.
1 The Concept of Risk A risk is defined as a variable that can take a value that endangers or eliminates success for a project. In plain terms, a risk.
Ch 10 - Risk Management Learning Objectives You should be able to: List and describe risk management processes, inputs, outputs, and tools List and describe.
Question Four: Project Risk Management PMBOK definition of Project Risk Project risk management is the art and science of identifying, analyzing, and responding.
SOFTWARE PROJECT MANAGEMENT
1 Project management. 2 Topics covered Management activities Project planning Project scheduling Risk management.
Project Risk Management Planning Stage
Project & Risk Management
Week 4 – Risk Handling & Monitoring. Risk Handling & Monitoring Proactively handle/monitor all Medium & High risks Beneficial to handle/monitor Low risks.
Information Technology Project Management Managing IT Project Risk.
Introduction to Project Management Chapter 9 Managing Project Risk
Project Risk Management. Risk-Defined A situation involving exposure to danger; “The combination of the probability of an event and its consequences”
Project Management Project Integration Management Minder Chen, Ph.D. CSU Channel Islands
Yazd University, Electrical and Computer Engineering Department Course Title: Advanced Software Engineering By: Mohammad Ali Zare Chahooki The Project.
©Ian Sommerville 2004Software Engineering, 7th edition. Chapter 5 Slide 1 Project management.
1 Project Management C53PM Session 4 Russell Taylor Staff Work-base – 1 st Floor
Company LOGO. Company LOGO PE, PMP, PgMP, PME, MCT, PRINCE2 Practitioner.
1 1 Effective Administration of Commercial Contracts Breakout Session # Session D06 Name: Holly Walker, CPCM Corporate Learning Solutions and Contract.
Copyright 2012 John Wiley & Sons, Inc. Part II Project Planning.
Stoimen Stoimenov QA Engineer SitefinityLeads,SitefinityTeam6 Telerik QA Academy Telerik QA Academy.
ON “SOFTWARE ENGINEERING” SUBJECT TOPIC “RISK ANALYSIS AND MANAGEMENT” MASTER OF COMPUTER APPLICATION (5th Semester) Presented by: ANOOP GANGWAR SRMSCET,
Chapter 3 Project Management Parts of this presentation is extracted from Ian Sommerville’s slides located at
Ashima Wadhwa.  Probably the most time-consuming project management activity.  Continuous activity from initial concept through to system delivery.
Managing Project Risk – A simplified approach Presented by : Damian Leonard.
CMMI for Services, Version 1.3 Speaker: Business Excellence Date:
Iterative Risk Management Workflow Tool
ESET 419 Engineering Technology Capstone I
8 Managing Risk (Premium).
ITPD ISSUE MANAGEMENT PROCESS SEPTEMBER 5, 2008
Part II Project Planning © 2012 John Wiley & Sons Inc.
Presentation transcript:

Issue Tracking and Risk Management John D. McGregor Module 10 Session 1 Issue Tracking and Risk

Risk Every engineering discipline has techniques for managing risk. The Capability Maturity Model of the SEI provides a CMMI practice area on risk appings/pdfs/upload/RSKMv1-3.pdf

Risk-2 Risk is about uncertainty If we are certain about something – And we are correct – great – And we are incorrect – that is a problem not a risk Otherwise we are uncertain about something – There is a probability of a situation occurring – If it does happen there are consequences – There are things we can do to either Reduce the possibility Reduce the impact

Risk-3 Risk is affected by many factors – Time – the further in the future an event is the less certain we can be about the outcome – Velocity – the faster the knowledge in an area is changing the less certain we can be – Importance – the more important a function is the greater the consequences of failure

Uncertainty in reqspec uncertainty [ volatility costImpact scheduleImpact familiarity riskIndex proportionalRiskIndex maturityIndex ]

Uncertainty in assurance case ::= claim claimID ( : "Descriptive title" )? ( '(' ')' )? for [ ( assert ( argument )? ( rationale )? ( )* ( issues ("explanation")+ )? ]

Specific Goal/Specific Practices SG 1 Prepare for Risk Management SP 1.1 Determine Risk Sources and Categories SP 1.2 Define Risk Parameters SP 1.3 Establish a Risk Management Strategy SG 2 Identify and Analyze Risks SP 2.1 Identify Risks SP 2.2 Evaluate, Categorize, and Prioritize Risks SG 3 Mitigate Risks SP 3.1 Develop Risk Mitigation Plans SP 3.2 Implement Risk Mitigation Plans

Prepare for Risk Management Determine Risk Sources and Categories Uncertain requirements Unprecedented efforts (i.e., estimates unavailable) Infeasible design Competing quality attribute requirements that affect solution selection and design Unavailable technology Unrealistic schedule estimates or allocation Inadequate staffing and skills Cost or funding issues Uncertain or inadequate subcontractor capability Uncertain or inadequate supplier capability Inadequate communication with actual or potential customers or with their representatives Disruptions to the continuity of operations Regulatory constraints (e.g. security, safety, environment)

Prepare for Risk Management Define Risk Categories The following factors can be considered when determining risk categories: Phases of the project’s lifecycle model (e.g., requirements, design, manufacturing, test and evaluation, delivery, disposal) Types of processes used Types of products used Project management risks (e.g., contract risks, budget risks, schedule risks, resource risks) Technical performance risks (e.g., quality attribute related risks, supportability risks)

Prepare for Risk Management Define Risk Parameters Risk likelihood (i.e., probability of risk occurrence) Risk consequence (i.e., impact and severity of risk occurrence) Thresholds to trigger management activities

Prepare for Risk Management Establish a Risk Management Strategy The scope of the risk management effort Methods and tools to be used for risk identification, risk analysis, risk mitigation, risk monitoring, and communication Project specific sources of risks How risks are to be organized, categorized, compared, and consolidated Parameters used for taking action on identified risks, including likelihood, consequence, and thresholds Risk mitigation techniques to be used, such as prototyping, piloting, simulation, alternative designs, or evolutionary development The definition of risk measures used to monitor the status of risks

Identify and Analyze Risks Identify Risks Examine each element of the project work breakdown structure. Conduct a risk assessment using a risk taxonomy. Interview subject matter experts. Review risk management efforts from similar products. Examine lessons learned documents or databases. Examine design specifications and agreement requirements.

Identify and Analyze Risks Evaluate, Categorize, and Prioritize Risks Each risk is evaluated and assigned values according to defined risk parameters, which can include likelihood, consequence (i.e., severity, impact), and thresholds. The assigned risk parameter values can be integrated to produce additional measures, such as risk exposure (i.e., the combination of likelihood and consequence), which can be used to prioritize risks for handling.

Identify and Analyze Risks Evaluate, Categorize, and Prioritize Risks Low Medium High Negligible Marginal Significant Critical Catastrophic

Identify and Analyze Risks Evaluate, Categorize, and Prioritize Risks A relative priority is determined for each risk based on assigned risk parameters. Clear criteria should be used to determine risk priority. Risk prioritization helps to determine the most effective areas to which resources for risks mitigation can be applied with the greatest positive impact on the project.

Mitigate Risks Develop Risk Mitigation Plans A critical component of risk mitigation planning is developing alternative courses of action, workarounds, and fallback positions, and a recommended course of action for each critical risk. The risk mitigation plan for a given risk includes techniques and methods used to avoid, reduce, and control the probability of risk occurrence; the extent of damage incurred should the risk occur (sometimes called a “contingency plan”); or both. Risks are monitored and when they exceed established thresholds, risk mitigation plans are deployed to return the affected effort to an acceptable risk level. If the risk cannot be mitigated, a contingency plan can be invoked.

Mitigate Risks Implement Risk Mitigation Plans Risk avoidance: changing or lowering requirements while still meeting end user needs Risk control: taking active steps to minimize risks Risk transfer: reallocating requirements to lower risks Risk monitoring: watching and periodically reevaluating the risk for changes in assigned risk parameters Risk acceptance: acknowledging risk but not taking action

Risk tracking Monitor the status of each risk periodically and implement the risk mitigation plan as appropriate.

Issue Tracking

scenario The system test team files a formal test report which is sent to the requirements team. There are several defects in different requirements. These are broken into issues and tracked.

Agile development Issue tracking can be very useful fo rqucik moving, self-organizing teams Issue tracking can be very useful fo rqucik moving, self-organizing teams bielicki/issue-tracking-fits-agile bielicki/issue-tracking-fits-agile

Issue Tracking A project has many questions, pending decisions, and assigned actions from meetings. These items fall through the cracks of most process definitions. Using a tool makes it less likely something will be forgotten until it causes a major delay.

Regular committees The Change Control Board meets periodically. Change requests should have been entered into some system such as this before the meeting and members should have read them. During the meeting brief results can be entered directly; more extensive notes later They have their own section in the tracker. They may assign an issue to any team for further study.

Access Using a web-based interface allows a widely distributed community to use the information and contribute as well.

Ad hoc meetings Issues should be collected from these meetings but often they are not.

Trac This is a Standalone

Mylyn

Bugzilla

Integrated development environment IDE – you see it all the time but in the last few modules we have looked at pieces of it in detail Various of the issue tracking systems fit better or worse with the other tools we have already identified. The issue tracker’s ability to play nicely with the other tools is an important criteria in selecting a tool.

Example evaluation form Look at a couple of evaluation matrices solutions/alternatives-evaluation-matrix

Jira n-jira-tutorial-1/ n-jira-tutorial-1/